Background
Wilson, Ian Holroyde was born on June 16, 1923 in Harrow, England. Came to the United States, 1954. Son of William Brash and Dorothy (Holroyde) Wilson.
( Strategy—and the planning that created it—has too often...)
Strategy—and the planning that created it—has too often failed to deliver its promised results. The reasons for this failure are many and varied, but include an over-reliance on the next big thing in strategic methodology, a failure to recognize and deal with the total change that strategy requires in an organization, and an inability to deal with uncertainty. Wilson argues that strategy is a subtle and demanding art, far more than it is a science or a methodology. • To succeed in dealing with complex, interacting forces inside and outside the organization, strategy must: • Deal with the totality of the organization in the context of its total environment (not just one function or one facet of the organization) • Learn to harness the power of opposites (the sometimes conflicting objectives of the organization, e.g., the long term and short term; vision and execution; economic constraints and social responsibility) • Deal constructively with pervasive uncertainty in its future • Develop a strategic vision • Create a culture that fosters a strategic mindset throughout the organization. Without constant change and adaptation, a strategy will fail. Continuing success depends, therefore, upon constant learning from customers, competitors, changes in our environment, and our own mistakes.
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(It's practical. It's easy-to-use. It works. SCENARIO PLAN...)
It's practical. It's easy-to-use. It works. SCENARIO PLANNING HANDBOOK: DEVELOPING STRATEGIES IN UNCERTAIN TIMES reveals the most effective stategy techniques available to help you, a decision-maker, plan for the future. And with this strategy textbook, you won't just get theory. You'll also get the most up-to-date data, analysis, and expert insights that show you how to succeed. Don't let uncertainty paralyze you or force a bad decision. Let SCENARIO PLANNING HANDBOOK: DEVELOPING STRATEGIES IN UNCERTAIN TIMES guide you using the decision-making practices that are proven to work.
http://www.amazon.com/gp/product/0324312857/?tag=2022091-20
( Corporations operate under the terms of a largely unwri...)
Corporations operate under the terms of a largely unwritten, constantly changing social charter—a dictum as forceful as their written legal charter. Wilson explores the rules that are beginning to govern corporate performance, rules that arise from society's ever changing values and expectations. Provoking these changes are four formative forces: the power shift from the public to private sector; globalization; economic restructuring; and, the transforming technologies of the computer and communications revolution. The rules emerging from them will dictate higher standards and changed behavior in seven crucial areas of corporate conduct. Wilson argues that corporate social responsibility is no longer a peripheral public relations activity. Rather, it is an integral part of corporate strategy. Trends may seem to be running in corporations' favor, but the same trends also place greater responsibility and higher public expectations on corporations. The next decade, says Wilson, is likely to be a critical testing time for democracy, market systems, and by extension the private corporation. His book is a detailed analysis of the seven new rules and what their impact will be on U.S. and ultimately world corporations. Wilson concludes his book with a detailed agenda of needed, and workable, corporate responses to the new rules and cites the initiatives that many corporations are already taking to live by them. The seven new rules of conduct that corporations will have to observe, sooner rather than later. (1) Legitimacy: to earn and retain social legitimacy the corporation must define its mission in terms of social purpose, rather than the maximization of profit. (2) Governance: the corporation must be thought of, managed, and governed as a community of stakeholders, not as the property of investors. (3) Equity: corporations must strive to achieve greater perceived fairness in the distribution of economic wealth and the treatment of stakeholder interest. (4) Environment: corporations will have to integrate the practice of restorative economics and sustainable development into the mainstream of their business strategy (5). Employment: they must rewrite the employment contract, addressing the values of the new work force. (6) Public-Private Sector Relationships: corporations must work with governments to achieve a viable and publicly accepted redefinition of their societal roles and responsibilities. (7) Ethical Conduct: corporations will have to elevate and monitor the level of ethical performance to earn the trust which is the foundation of sound relations with stakeholder groups. Is all this impossible? Not at all says Wilson, and he documents how many of America's most successful companies are operating in whole or in part by these rules already, and how others have begun doing so with immediate positive results.
http://www.amazon.com/gp/product/1567202497/?tag=2022091-20
futurist management consultant
Wilson, Ian Holroyde was born on June 16, 1923 in Harrow, England. Came to the United States, 1954. Son of William Brash and Dorothy (Holroyde) Wilson.
Master of Arts, Oxford University, 1948.
Organization consultant Imperial Chemical Industries, London, 1948-1954. Various staff executive positions in strategic planning, management development General Electric Company, Fairfield, Connecticut, 1954—1980. Senior consultant to major United States and international companies Socially Responsible Investment International, Menlo Park, California, 1980-1993.
Principal Wolf Enterprises, San Rafael, since 1993. Executive in residence Virginia Commonwealth University, Richmond, 1976. Fellow Virginia Center for Creative Arts, 1994, 98, 2000.
Captain British Army, 1943-1945, European Theatre of Operations.
( Corporations operate under the terms of a largely unwri...)
( Strategy—and the planning that created it—has too often...)
(It's practical. It's easy-to-use. It works. SCENARIO PLAN...)
Member advisory board Technological Forecasting and Social Change, 1989—1999. Chairman Citizen's Long Range Educational Goals Committee, Westport, Connecticut, 1967—1970. Member strategic process committee United Way of America, Alexandria, Virginia, 1985—1994.
Member American Association for the Advancement of Science, Association for Strategic Planning, World Future Society.
Married Page Tuttle Hedden, March 17, 1951 (divorced December 1983). Children: Rebecca, Dorothy, Ellen, Holly, Alexandra. Married Adrianne Marcus, July 12, 1992.